Management in humanitarian action
|Kod przedmiotu:||2200-9HA-4||Kod Erasmus / ISCED:||04.9 / (0419) Biznes i administracja|
|Nazwa przedmiotu:||Management in humanitarian action|
|Jednostka:||Wydział Prawa i Administracji|
|Punkty ECTS i inne:||
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This module aims at providing participants with general knowledge about management of organisations and processes with special focus on managerial techniques and methods applicable to humanitarian action. It also offers insight to main differences in managing various types of organisations, including public sector, private sector and charities. Another important aspect of this course is focus on managerial innovations that might be particularly useful in day-to-day activities of humanitarian aid organisations. This module is based on open formula, including direct involvement of participants and adjusting detailed scope of the course to their needs.
(tylko po angielsku)
- Presentation of the course content
- Information about assessment criteria
Public/Private/Charity Sector Management: Similarities and Differences. Management paradigms
- Management values and styles
- Structures, organisational types
- Bureaucracy vs. market-based management (new public management)
- Collaborative and participatory management
Introduction to managing humanitarian actions. Humanitarian system, actions, principles
- Public sector
Managing humanitarian projects. Introduction
- Needs assessment
- Analysis of problems
- Definition of objectives
- The logical framework
- Risk analysis
Managing humanitarian projects. Workshop 1: Logframes
Managing humanitarian projects. Workshop 1: Risk management
Strategic management in humanitarian action
- Principles of strategic management
- Approaches and methods
- Strategic management in the specific context of humanitarian action
- Basic accounting
- Funding sources
Human resources management
- HRM models
- Key aspects of HRM: hiring, promotion, salaries, career development, talent
management, organisational and individual learning
- Leadership styles
- Transformation of leadership – from autocratic towards democratic and collaborative
- Leadership model for humanitarian action
Human resources management. Workshop: Competency models
- Risk analysis
- Acceptance, protection, dissuasion (deterrence)
- Security plan
- Incident analysis
- Crisis management
- Humanitarian negotiation
Security management. Workshop – crisis management
Guest lecture: Polish humanitarian aid
- Values in management and values in managing humanitarian action
- Key ethical dillemas and challenges
Discussion on the results of exam. Grading
1. Abu-Sada C. (2012). Dilemmas, Challenges, and Ethics of Humanitarian Action, McGill Queen’s Press.
2. Bevir M. (2011). The SAGE Handbook of Governance, London: SAGE.
3. Clarke P. (2013). Who is in charge here? A literature review on approaches to leadership in humanitarian organizations. ALNAP/ODI.
4. Humanitarian Action Partnershing (2010). HAP Standard in Accountability and Quality Management.
5. James E. (2008). Managing humanitarian relief: an operational guide for NGOs. Intermediate Technology Publications Ltd.
6. Levi-Faur D. (2012). The Oxford Handbook of Governance, Oxford: Oxford University Press.
7. Mac Ginty, R., & Peterson, J. H. (2015). The Routledge Companion to Humanitarian Action. Routledge.
8. Mintzberg H. (1996). „Managing Government. Governing Management”, Harvard Business Review, May/June.
9. OECD (2009). Better Aid Managing Aid Practices of DAC Member Countries: Practices of DAC Member Countries, OECD Publishing.
10. Ramalingam B., Mitchell J., Borton J. & Smart K. (2009). Counting what counts: performance and effectiveness in the humanitarian sector, ALNAP Review of Humanitarian Action.
|Efekty uczenia się:||
Has developed capacity to address security risks in a HA management context.
Has demonstrated the ability to consider a multiple set of factors affecting a decision, weighing and prioritise them with a strategic perspective and within the humanitarian principles and to make firm a decision in a limited period of time and consistently implement that decision.
Has demonstrated the capacity to work adequately in a team in a controlled classroom setting.
Has shown the capacity to identify the key issues in humanitarian action planning.
Has demonstrated to be able to assess humanitarian programmes / projects on key aspects.
Has the ability to use language with precision on the different topics that give identity to Humanitarian Action and to articulate it fluently and consistently through policies, strategies and guiding organisational and operational documents.
Copes with dilemmas in a professional manner, articulates a solution to them and communicates it in a reasoned and convincing manner.
Implements the solution provided to the confronted dilemma in a careful, assertive and sensible manner.
|Metody i kryteria oceniania:||
The final grade will be calculated as follows:
1. Final exam (60%)
2. Individual presentation at seminar (40%)
- Maximum 20 minutes
- Presentation needs to be distributed shortly after class among other participants in PDF format
- Topic to be agreed individually between lecturer and participant until the 3rd week of classes.
For grading of presentations the following criteria will be applied:
- Relevance and clarity of information presented
- Quality of literature review
- Involvement of other participants
- Time discipline
Zajęcia w cyklu "Semestr zimowy 2020/21" (zakończony)
|Okres:||2020-10-01 - 2021-01-31||
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Wykład, 30 godzin więcej informacji
|Prowadzący grup:||Dawid Sześciło|
|Lista studentów:||(nie masz dostępu)|
Właścicielem praw autorskich jest Uniwersytet Warszawski.